2017 State of Consumerism
in Healthcare
Slow Progress in Fast Times
Results of the Kaufman Hall Healthcare Consumerism Index
2017 STATE OF CONSUMERISM IN HE ALTHCARE
Introduction
The whole notion of consumer experience has changed
dramatically in just the past several years. You can order
anything from a new sofa set to a load of groceries from your
smartphone and have it delivered or waiting for pick-up when
you arrive. You can ask a voice-recognition device in your home
to play your favorite song, order a ride, or buy household
supplies. Instead of driving to the mall to shop, you can
choose from among 480 million products on Amazon.
As this new level of service has become the norm, consumers have begun to expect a similar
experience in healthcare—such as walk-in visits, online scheduling, virtual visits, and direct
messaging with providers. Rising out-of-pocket healthcare costs further incentivize consumers to
select providers that fulfill those expectations.
Hospitals and health systems have been slow to catch up with evolving consumer demands.
Results from Kaufman Hall’s Healthcare Consumerism Index show that fewer than one in
10 organizations are treating consumer expectations as a high priority by consistently applying
and building consumer-centric capabilities.
The Healthcare Consumerism Index rates respondents to a national Kaufman Hall survey according
to their levels of priority, capability, and functionality relative to consumer-based strategies
(see “About the Report”). Eight percent earned Tier 1 ratings, 29 percent earned Tier 2 ratings,
Figure 1. Overall Performance: Kaufman Hall’s Healthcare Consumerism Index
Percent
Tier 1
Tier 2
Tier 3
Tier 4
8%
Description
Meeting consumer expectations is a high priority;
several important consumer-related capabilities are
being applied with some demonstrated successes,
and more are in the works
29%
Meeting consumer expectations is a high priority,
and work is underway on several new consumerrelated capabilities
37%
Meeting consumer expectations is a medium
or low priority, and only moderate activity is
underway on new capabilities
27%
Meeting consumer expectations is a medium or
low priority, and minimal activity is underway on
new capabilities
Source: Kaufman Hall Healthcare Consumerism Index
2017 State of Consumerism in Healthcare
Slow Progress in Fast Times
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© Copyright 2017 by
Kaufman, Hall & Associates, LLC
2017 STATE OF CONSUMERISM IN HE ALTHCARE
and 64 percent received Tier 3 ratings or lower (Figure 1). The results indicate widespread lack of
focus among legacy healthcare providers on meeting current and future consumer expectations.
Data from Kaufman Hall’s annual Healthcare Consumerism Survey provide more detail about
varying levels of performance. Key findings include:
Significant gaps exist between priorities and capabilities
◾◾ Many healthcare organizations recognize consumer-centric objectives as high priorities, but
few have the capabilities to successfully achieve those objectives
◾◾ Healthcare organizations are behind the times in digital consumer engagement; digital
initiatives often are disconnected from broader consumer engagement strategies
Organizational value propositions are out of sync with consumers
◾◾ Most organizations lack alignment between the factors they see as their primary competitive
differentiators, and what they perceive consumers value most
Consumer access is a work in progress
◾◾ Many organizations are inconsistent and slow to expand access to consumers via nontraditional care options, such as urgent care centers or retail care clinics
◾◾ Initiatives to expand access in other areas, such as same-day appointments or virtual visits,
are in the early implementation stages for most providers
Organizations have a narrow view of consumer experience
◾◾ Traditional healthcare providers have made minimal gains in improving key aspects of the
patient experience
◾◾ The default for many organizations is to be reactive in responding to consumer experience
issues, rather than proactive in preventing them
Consumer insights are incomplete and applied inconsistently, if at all
◾◾ Organizations continue to rely on outdated methodologies and analytics
◾◾ While many providers use multiple means of gathering consumer insights, those efforts are
not comprehensive and rarely are consistently applied to drive key strategies and decisions
Pricing strategy is a blind spot for many
◾◾ Efforts to provide price transparency are particularly sparse
2017 State of Consumerism in Healthcare
Slow Progress in Fast Times
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© Copyright 2017 by
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2017 STATE OF CONSUMERISM IN HE ALTHCARE
About the Report
The report that follows is based on the Kaufman Hall 2017 Healthcare Consumerism Survey,
a detailed online survey sent to executives at hospitals and health systems across the country.
More than 125 organizations participated. The survey asked questions measuring strategic
focus and intent toward being a consumer-centric organization, as well as the resources and
capabilities that aid in achieving a consumer-centric organizational core. The overall survey results
are included throughout this report—showcasing results in the key areas of organizational
alignment, value proposition, access, experience, insights generation and application, and pricing.
The majority of survey respondents (74 percent) were from health systems, and 21 percent were
from hospitals. Remaining respondents were from medical groups or other types of provider
organizations. Nearly half of respondents (46 percent) were healthcare Executives or Officers,
while 37 percent were Directors or Vice Presidents.
The Kaufman Hall Healthcare Consumerism Index rates the survey respondents nationwide
according to their level of engagement in consumer-based strategies. The Index was based on
four key areas of the survey:
◾◾ Insights generation and application: Developing consumer insights from multiple methods
such as surveys, analysis of internal patient data, and qualitative and quantitative research;
applying consumer insights to areas such as strategic planning, consumer experience, access
to care, program/service investment decisions, and pricing
◾◾ Access: Enhancing access to care and clinicians through various means, such as retail clinics,
virtual visits, online scheduling, extended hours, and patient-provider messaging
◾◾ Consumer experience: Addressing common problems such as long wait times, confusing
billing communications, inattentive clinicians, poor staff behavior, website problems, and
inadequate wayfinding
◾◾ Pricing: Determining prices with tools such as benchmarking and analysis of service-level
pricing risk, demand-elasticity, and price-volume tradeoff; and making meaningful price
information available to consumers
Each of these areas is weighted equally, and organizations are placed into tiers ranging
from 1 (most consumer-centric) to 4 (least consumer-centric), as outlined in Figure 1. Each
Index category is derived from multiple survey questions and input from proprietary
Kaufman Hall data and expertise.
Ratings for individual organizations are not publically available. Survey respondents can receive results
for their organization upon request. Contact consumer@kaufmanhall.com for more information.
2017 State of Consumerism in Healthcare
Slow Progress in Fast Times
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2017 STATE OF CONSUMERISM IN HE ALTHCARE
Significant Gaps Exist Between Priorities and Capabilities
While consumerism remains a priority for most healthcare organizations across the country, it
is far from a capability for many. The survey results show some large gaps between the priority
placed on key consumerism objectives and the actual capabilities that organizations have built
in those areas (Figure 2).
For example, 90 percent of survey respondents said that improving key elements of the consumer
experience was a high priority for their organizations, but only 30 percent have built capabilities in
those areas. Similarly, 73 percent identified developing a diverse set of facility-based access points
as a high priority, but just 25 percent have the needed capabilities.
The Digital Disconnect
Fifty-eight percent of healthcare leaders identified offering digital tools and information to enable
consumer engagement as high priorities for their organizations. Of those, just 14 percent said
they have those capabilities.
Building digital capabilities should be integral to organizations’ efforts to improve the end-to-end
consumer experience, yet many are taking a more siloed approach that is disconnected from a
broader consumer engagement strategy. In an age when more than three-quarters of the population
carries a smartphone,1 consumers have access to more than 165,000 health-related apps,2 and
more than 72 percent of U.S. Internet users look for health information online,3 healthcare
providers need to be doing more to connect with their consumers where they live, work, and play.
For healthcare, the digital revolution is not an era on some distant horizon—it is already here and
forever altering how care is delivered.
Figure 2. The Priority-Capability Gap
90%
73%
30%
Improving key elements
of the consumer/
patient experience
High Priority
Established Capabilities
58%
25%
56%
14%
Offering digital tools
and information to
enable consumer
engagement
Developing a diverse
set of facility-based
access points
23%
Developing a range
of virtual/telehealth
access points
Notes:
1) Priority defined as 7-10 rating of importance for categories
2) Current capability defined by “Evidence of Success” and “Measuring Results” response
Source: Kaufman Hall 2017 Healthcare Consumerism Survey
2017 State of Consumerism in Healthcare
Slow Progress in Fast Times
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2017 STATE OF CONSUMERISM IN HE ALTHCARE
Organizational Value Propositions Are Out of Sync with Consumers
Significant discrepancies also exist when it comes to how well organizations are meeting consumer
needs and wants, according to the survey. Respondents were asked to rank which factors most
distinguish their organizations from the competition, and then which factors they believe their
consumers value most in selecting a provider. Healthcare leaders had very different answers for
the two categories (Figure 3).
Accessibility of care was seen as most important to consumers, followed by consumer experience
(encompassing consumer interactions from initial contact through completion of care and
rehabilitation)—but those factors ranked third and fifth respectively as differentiators in terms of
what organizations currently offer consumers. Meanwhile, quality of clinical outcomes was cited
as the top competitive differentiator for respondents, but ranked third for what respondents
perceive as consumers’ priorities.
These responses suggest a general lack of alignment between what healthcare leaders see as
their organizations’ primary competitive strengths, and what they perceive consumers want most.
While many providers identify quality of clinical outcomes as a differentiator, it is a true point of
differentiation for a relative few. Most organizations will need to define their market positioning in
other ways. As one survey respondent described: “We’ve been trained to focus on quality, quality,
quality—now we have to preserve that while also improving access and experience.”
Only by closing this gap can organizations truly become consumer-centric. Healthcare leaders must
ensure that their organization’s value proposition aligns with what is most important to patients.
Figure 3. Consumer Expectations Versus Organizational Strengths
Rank
What Our Consumers Want
Our Competitive Differentiators
1
Accessibility of Care
Quality of Clinical Outcomes
2
Consumer Experience
Availability of Complex Care and Treatments
3
Quality of Clinical Outcomes
Accessibility of Care
4
Value
Geographic Coverage
5
Availability of Complex Care and Treatments
Consumer Experience
Source: Kaufman Hall 2017 Healthcare Consumerism Survey
2017 State of Consumerism in Healthcare
Slow Progress in Fast Times
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2017 STATE OF CONSUMERISM IN HE ALTHCARE
Consumer Access Is a Work in Progress
As previously mentioned, accessibility of care is seen as the top priority in terms of what healthcare
consumers want, yet the survey results show significant room for improvement in this area. When
asked to describe retail-oriented access points, respondents overwhelmingly indicated that such
offerings remain limited at their organizations. Overall, efforts to expand access are inconsistent
and rarely informed by robust consumer insights. Only 15 percent of organizations rated in the
Tier 1 category for aggressively moving to improve patient access (Figure 4).
Nearly half of respondents (47 percent) said they
had no retail clinics, while 34 percent said they
had only limited access to such clinics (Figure 5).
Just 19 percent said their organizations offered
significant access via retail clinics.
Figure 4. Index Ratings: Access
Results were similarly low for other offerings,
including urgent care centers, ambulatory surgery
centers, employer-based clinics, and freestanding
imaging or lab-draw sites. Results for virtual access
were particularly low, as providers have been slow
to adopt online avenues to care. Just 23 percent
of respondents said their organizations offer
significant access via virtual visits, while an
overwhelming 77 percent said they offered either
no or limited access via virtual visits.
Tier 1
15%
Tier 2
23%
Tier 3
41%
Tier 4
22%
Source: Kaufman Hall Healthcare Consumerism Index
Figure 5. Availability of Non-Traditional Access Points
37%
34%
19%
Retail Clinics
None
50%
48%
47%
Limited
27%
15%
Urgent Care Centers
38%
35%
Freestanding
Imaging Sites
27%
23%
Virtual Visits
Significant
Source: Kaufman Hall 2017 Healthcare Consumerism Survey
2017 State of Consumerism in Healthcare
Slow Progress in Fast Times
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2017 STATE OF CONSUMERISM IN HE ALTHCARE
Enhancing access with a variety of entry points is a must for legacy healthcare providers to expand
consumer options and experience, and vie with disruptive competitors that seek to lure patients
with more convenient care options.
Providing a variety of physical and virtual “locations” is only one component of how consumers
view access. Other methods of expanding consumer access are works in progress for many
organizations—most either have some efforts in place, or are working to implement them. The
most common measures include online patient portals, extended hours for diagnostic services,
and same-day appointments (Figure 6). A full 60 percent of respondents said their organizations
are working to offer online scheduling, and 52 percent are implementing same-day options for
patients to speak with a physician. Forty-two percent of respondents said their organizations
are working on increasing virtual visit offerings.
While such efforts are in the early stages for many, these results indicate that most healthcare
leaders are aware of the importance of increasing access for consumers. Organizations that fail
to move forward in these areas will be left behind. Many already are feeling the pressure. As one
survey respondent put it: “Several years ago, we were a mover and a shaker, but now we’re
behind the industry because consumerism has moved so quickly.”
Figure 6. Innovative Methods for Patient Access
27%
Virtual Visits
Extended hours for primary care
18%
Extended hours for diagnostic services
13%
Messaging between patients
and providers
Same-day appointments
Online patient portal
It’s Available
We’re Working On It
42%
23%
11%
41%
26%
30%
34%
35%
6%
48%
43%
47%
69%
6%
4%
Not Available and Not Working on It
Source: Kaufman Hall 2017 Healthcare Consumerism Survey
2017 State of Consumerism in Healthcare
Slow Progress in Fast Times
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2017 STATE OF CONSUMERISM IN HE ALTHCARE
Organizations Have a Narrow View of Consumer Experience
Survey respondents cited the quality of the patient experience as the second-highest priority
for consumers, yet most admit that their organizations are just beginning to make needed
improvements. Sixty-four percent of respondents rated in Tiers 3 and 4 for this category (Figure 7),
indicating that most healthcare providers continue to take a more reactive approach to consumer
issues—responding to complaints as they arise—rather than proactively working to improve the
consumer experience.
Reducing Common Problems
The survey results further illustrate the
prevalence of this approach. Many organizations
report they are working to resolve common
consumer complaints. When asked which
experience issues are most important to
consumers, an overwhelming majority said long
wait times for appointments, followed by poor
behavior by consumer-facing staff, confusing billing
statements, and inattentive clinician behavior.
Figure 7. Index Ratings: Consumer Experience
Tier 1
15%
Tier 2
22%
Tier 3
42%
As a result, 68 percent of respondents said
their organizations are working to reduce long
wait times for appointments, 67 percent to simplify
confusing billing statements, 60 percent to offer
patients provider feedback in real time, and
Source: Kaufman Hall Healthcare Consumerism Index
56 percent to address poor staff behavior (Figure 8).
However, consumer recognition for these efforts
has been minimal. For example, only 5 percent of respondents said consumers have praised
their organizations’ efforts to address long wait times for appointments.
Tier 4
22%
Despite significant awareness of patient experience issues, these results demonstrate that
organizations have had little success in addressing them to date. Overall, healthcare providers
address consumer pain points as they are made aware of them—usually after a complaint has
been issued—rather than preventing them at the forefront. As one survey respondent said:
“[Providers] need to be strategic and proactive, and use data to make decisions and support the
strategic plan, rather than being more reactive and simply responding to problems.”
2017 State of Consumerism in Healthcare
Slow Progress in Fast Times
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2017 STATE OF CONSUMERISM IN HE ALTHCARE
Figure 8. Organizational Progress on Patient Experience Issues
3%
16%
Inability to provide real-time feedback
60%
21%
6%
35%
Lack of facility wayfinding
12%
11%
Poor behavior of consumer-facing staff
30%
3%
2%
17%
Confusing billing statements
24%
Long wait times for appointments
3%
Consumers Have Praised Solution
We're Working On It
We've Addressed It
56%
67%
14%
5%
47%
68%
Haven't Started Working On It
Source: Kaufman Hall 2017 Healthcare Consumerism Survey
2017 State of Consumerism in Healthcare
Slow Progress in Fast Times
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2017 STATE OF CONSUMERISM IN HE ALTHCARE
Consumer Insights Are Incomplete and Applied
Inconsistently, if at All
To better address consumer needs, organizations must have access to reliable data from a variety
of sources to better understand consumers’ behaviors and priorities. Yet nearly three-fourths of
organizations received low Tier 3 and Tier 4 ratings relative to their efforts to gather, analyze, and
leverage consumer insights for decision making (Figure 9).
The survey results show that many organizations
are not utilizing modern tools and methodologies to
gain comprehensive consumer insights (Figure 10).
Most organizations (97 percent) continue to rely
on post-visit patient surveys, even though such
surveys historically have low response rates. Only
23 percent of respondents said their organizations
use advanced analytics to develop consumer
insights, and just 34 percent gather real-time
feedback from patients. Consumer insights are
applied inconsistently overall. Organizations that
use multiple means of gathering consumer insights
rarely collate and apply them in a consistent way
to drive key strategies and decisions.
A survey respondent said: “It’s not very often that
we go out and ask people what they think.” Such a
narrow approach is a recipe for failure in the new
healthcare era.
Figure 9. Index Ratings: Insights
Tier 1
16%
Tier 2
13%
Tier 3
18%
Tier 4
53%
Source: Kaufman Hall Healthcare Consumerism Index
Figure 10. Use of Tools for Gaining Consumer Insights
97%
85%
72%
34%
Post-visit
patient surveys
Quantitative
research
Analysis of internal
patient data
(i.e. demographics,
CRM)
Real-time feedback
during visit
23%
Advanced analytics
Source: Kaufman Hall 2017 Healthcare Consumerism Survey
2017 State of Consumerism in Healthcare
Slow Progress in Fast Times
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2017 STATE OF CONSUMERISM IN HE ALTHCARE
Pricing Strategy Remains a Blind Spot for Many
Efforts to develop effective pricing strategies are particularly lacking. Less than 10 percent of
organizations rated in Tiers 1 and 2 for pursuing pricing strategies and price transparency as
high priorities, according to the Index (Figure 11).
Figure 11. Index Ratings: Pricing
The survey results indicate that healthcare
organizations could be doing more in terms of
pricing analyses. Fifty-nine percent said their
organization benchmarks its negotiated payment
to the market—a practice that all organizations
should be using. Only 12 percent said their
organizations conduct consumer research to
inform analyses of demand-elasticity or patients’
willingness to pay. Pricing transparency and the
perceived value of a service relative to alternatives
will continue to grow in importance. A recent study
of consumer interactions at one major health
system found that price estimates and overall cost
were among consumers’ greatest concerns.
Tier 1
3%
Tier 2
6%
Tier 3
19%
Tier 4
72%
Source: Kaufman Hall Healthcare Consumerism Index
Figure 12. Price Transparency Efforts
59%
22%
20%
18%
15%
2%
We respond
via phone to
price quote
requests within
a defined time
period
We list prices on
our website
We are
not currently
offering price
transparency
in any of
these ways
We offer an
online price
estimation tool
that can provide
the estimated
patient out-ofpocket price
We offer an
online price
estimation tool
that can provide
the estimated
negotiated rate
We contract
with cash
market
websites
Source: Kaufman Hall 2017 Healthcare Consumerism Survey
2017 State of Consumerism in Healthcare
Slow Progress in Fast Times
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2017 STATE OF CONSUMERISM IN HE ALTHCARE
Efforts to provide price transparency for patients and families are particularly sparse (Figure 12).
Fifty-nine percent of respondents said their organizations respond via phone to price quote
requests within a defined time period, which should be a minimum requirement for any consumeroriented organization. Less than a quarter of respondents participated in other transparency
efforts, such as offering price transparency tools, listing prices on their websites, or offering
online price estimation tools.
Healthcare organizations are under mounting pressure to improve price transparency as costs
continue to shift to patients (e.g. high-deductible health plans, and rising co-pays and premiums),
and consumers become increasingly frustrated with difficulties in getting reliable cost estimates.
Organizations that fail to make progress in accurately communicating costs to patients upfront
risk alienating loyal consumers and turning away potential new patients, who ultimately will seek
care elsewhere.
2017 State of Consumerism in Healthcare
Slow Progress in Fast Times
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2017 STATE OF CONSUMERISM IN HE ALTHCARE
Where to Go from Here
One survey respondent posed this fundamental question: “It’s very easy for ‘consumer insights’ to get
siloed into its own little niche. How connected is it to solving business issues and driving strategy?”
The answer is: Consumer insights should be intrinsic to everything healthcare providers do.
A relentless focus on consumers is key to growth in today’s rapidly changing healthcare
environment. It is not just one initiative to be lumped in with the many, but rather an overarching
capability and mindset that should be integral to them all. Organizations must develop a deep
and nuanced understanding of their consumers—from demographics to health status to
attitudes and behaviors—and use those insights to not only meet consumer needs, but to
anticipate unidentified current and future needs.
Results from Kaufman Hall’s 2017 Healthcare Consumerism Survey clearly show that healthcare
organizations are lagging and need to do more to keep pace with consumers’ changing
expectations. A Tier 3 or 4 rating is insufficient as consumers increasingly compare healthcare to
their experiences with more advanced, consumer-centric entities like Amazon, Netflix, and Uber.
The good news is that the survey found high performers in specific areas. Organizations that
perform well in some categories can improve overall performance significantly by taking a more
systematic approach to placing the consumer at the core of their business strategy. Healthcare
leaders should focus efforts in three key areas:
Define your value proposition. In order to make progress, it first is critical to understand where
you stand. Healthcare leaders must define, evaluate, and quantify their organization’s overall
value proposition to consumers. This includes gaining a thorough understanding of their current
market position and future needs with a comprehensive position assessment, including analysis
of the market, operations, consumers, current and emerging competitors, and financial strength.
Ultimately, organizations should seek to establish a value proposition with a differentiated
position across selected dimensions of consumer value, including business/service mix, access,
price/cost, quality, and consumer experience.
Re-engineer the “factory.” To succeed in an era of rapid change and innovation, organizations
need to do the basics extremely well within their care delivery model. For example, they need
to operate with a high degree of efficiency, significantly reducing clinical variation, eliminating
duplicative sites and services, and reworking clinical and operational processes to eliminate
unnecessary steps and costs. Common consumer dissatisfiers, like long wait times and confusing
websites, need to be remedied.
2017 State of Consumerism in Healthcare
Slow Progress in Fast Times
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Reimagine growth. Taking a broader view of growth is essential as competitors encroach
from all sides. Hospitals and health systems should expand beyond the traditional focus areas
of inpatient and outpatient care. Virtual visits, digital assistants, medical tracking devices,
transportation, wellness services—all of these and many more are part of the healthcare picture
for modern consumers and represent a significant share of healthcare revenue that is largely
untapped by “traditional” providers. Organizations may be able to develop a broader range of
services internally, or they may need to pursue creative partnerships with established innovators,
start-ups, other providers, or a combination of these. Activity in this area can open up new
revenue streams, as well as help protect and defend current high-margin revenue sources like
diagnostic imaging and labs that are under growing pressure from competitors.
Such changes will require significant leadership and focus to ensure an organization is willing and
able to take this journey of transformation. According to the survey, strong senior leadership is
the primary enabler of progress for improving consumer-centric capabilities and performance.
Other contributing factors include a culture of innovation, initiative from front-line managers and
staff, and the need to respond to competitors and consumer complaints.
Developing a robust consumer-centric approach is essential to effective strategic planning for
healthcare’s future. Healthcare leaders need to be prepared to make the needed investments.
One survey respondent summarized it well: “We need to be ‘outside-in,’ not ‘inside-out.’”
The process is as challenging as it is worthwhile. As Amazon CEO Jeff Bezos told his employees:
“We are working to build something important, something that matters to our customers,
something that we can all tell our grandchildren about. Such things aren’t meant to be easy.” 4
More than any other type of organization in any industry, hospitals and health systems have an
opportunity to build something truly important for the people they serve.
References
1 Smith, A.: “Record Shares of Americans Now Own Smartphones, Have Home Broadband.”
Pew Research Center, Jan. 12, 2017. http://www.pewresearch.org/fact-tank/2017/01/12/
evolution-of-technology/
2 Devlin, H.: “Health Apps Could Be Doing More Harm than Good, Warn Scientists.”
The Guardian, Feb. 20, 2017. https://www.theguardian.com/science/2017/feb/21/
health-apps-could-be-doing-more-harm-than-good-warn-scientists
3 Fox, S., Duggan, M.: “Health Online 2013.” Pew Research Center, Jan. 15, 2013.
http://www.pewinternet.org/2013/01/15/health-online-2013/
4 Bezos, J.P.: “2016 Letter to Shareholders.” Amazon, April 12, 2017. https://www.amazon.com/p/
feature/z6o9g6sysxur57t
2017 State of Consumerism in Healthcare
Slow Progress in Fast Times
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2017 STATE OF CONSUMERISM IN HE ALTHCARE
Participating Organizations
Kaufman Hall would like to thank all those who participated in the 2017 Healthcare Consumerism
Survey. Respondents encompassed representatives from more than 125 hospitals and health
systems across the country, including the following:
Pella Regional Health Center
Amistad Community Health Center
Good Shepherd
Rehabilitation Network
Ann & Robert H. Lurie
Children’s Hospital of Chicago
Goshen Health
Greenville Health System
Peterson Regional Medical Center
Ascension
Gundersen Health System
Aspirus, Inc.
Henry County Hospital
AtlantiCare
Heywood Healthcare
Avera Sacred Heart Hospital
HonorHealth
Baptist Health
Indiana University Health
Bassett Healthcare Network
INTEGRIS
Beaumont Health
Kaiser Permanente
Berger Health System
King’s Daughters Medical Center
Blanchard Valley Health System
Kona Community Hospital
Boca Raton Regional Hospital
LifePoint Health
Carle Health System
Magnolia Regional Health Center
Catholic Health Initiatives
Memorial Hospital of
Sweetwater County
Advocate Health Care
Catholic Health Services of
Long Island
Mercy
Penn Highlands Healthcare
PIH Health
Presbyterian Healthcare Services
ProMedica
Providence St. Joseph Health
Rady Children’s Hospital–San Diego
Reid Health
Riverside Health System
Roswell Park Cancer Institute
Rush Copley Medical Center
Rutland Regional Medical Center
SCL Health
Sentara Martha Jefferson Hospital
Seton Healthcare Family
Spectrum Health
SSM Health
Centura Health
Mercy Health Partners
CHI Memorial
Middlesex Hospital
Children’s Hospital of Philadelphia
Monroe Clinic
Children’s of Alabama
Montage Health
CHRISTUS Health
MultiCare Health System
Columbus Regional Health
Munson Healthcare
Community Health Center of
Branch County
Navicent Health
Community Health Network
Nebraska Medicine
University of Arkansas for
Medical Sciences
New Hanover Regional
Medical Center
University of Illinois Hospital &
Health Sciences System
Norman Regional Health System
University of Maryland
Shore Regional Health
Crawford County
Memorial Hospital
Dartmouth-Hitchcock
Health System
Davis Health System
DeKalb Medical
Dignity Health
Edward-Elmhurst Health
Fairview Health Services
Florida Hospital
Northern Cochise
Community Hospital
Northwestern Medicine
Norton Healthcare
OhioHealth
Summit Health
The Medical Center at
Elizabeth Place
ThedaCare
University Health Care System
University of Vermont
Medical Center
UW Health
Vidant Health
Virtua Health System
Orlando Health
Palmetto Health
Froedtert Health
Panorama Orthopedics &
Spine Center
Gaylord Specialty Healthcare
PeaceHealth
2017 State of Consumerism in Healthcare
Slow Progress in Fast Times
St. Luke’s Hospital
15
Western Connecticut
Health Network
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Slow Progress in Fast Times
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